In a recent podcast conversation I had with Josh Zolin, he shared a thought-provoking question that I believe all leadership teams should consider: “Which is more important, effort or results?”Âť Zolin is an advocate for helping young people recognize opportunities in the skilled trades, which is the impetus behind his book and podcast both by the same name, .

As prominent as he has become as an author, podcast host, and speaker, he is also the owner of the rapidly growing WCE in Phoenix, Arizona where he is implementing the leadership challenge that he shared. In our podcast, we discussed the intersection between goals, effort, and results as you develop your team, which I hope to share with you in this article.

Developing new talent

“Superhuman effort isn’t worth a damn unless it achieves results.”Âť —Ernest Shackleton

When our children were growing up, we were encouraged to applaud their effort as opposed to their results. For example, if they achieved a hat trick (3 goals) in a soccer game, we would say something like, “Your hard work in practice has been so awesome. Look how much that paid off today in the game.”Âť

One of the critical dynamics in a family setting is unconditional love, which is why it’s oftentimes silly to hear people refer to their company as a family. The dynamics in a business are such that results are essential to the life of the organization. It isn’t enough to have people we like giving their best effort when we are not making any progress or seeing results; however, employees thrive where there is acceptance. In the realm of goals, effort, and results, this means there is an appropriate amount of as they learn the skills necessary to thrive in your organization.

As Zolin pointed out in our conversation, effort is a key indicator of character. I have often said in my writing and podcast episodes that we look for people who are honest, hardworking, and willing to learn.

Honesty is non-negotiable, yet, if we want our people not to lie, we must be accountable for a culture that doesn’t punish people for realities of life such as honest mistakes. For example, a new hire can be working hard to do the right thing, think that they are making the right decision, and actually be completely wrong in their execution.

Is this not true of executive-level leaders and middle-managers as well? At the developmental stage, small honest mistakes are to be expected as this is where being willing to learn is critical to growth. The question becomes not whether an employee is perfect, but rather, “Can they learn from their mistakes and put their effort towards not repeating the same ones?”Âť

Developing your culture

“The one requirement for success in our business lives is effort. Either you make the commitment to get results, or you don’t.”Âť —Mark Cuban

While we might all agree that honesty and integrity are core values in our business as well as key characteristics that we look for in employees, we also have to be honest with ourselves with regards to what we reward in our businesses.

For example, several studies conducted by psychology professor Carol Dweck showed that “praising children for intelligence, rather than for effort, sapped their motivation,”Âť and “turned them into liars.”Âť

Some have used this paradigm to analyze , a company infamous for propping up its successes, lying about its results, and catastrophically failing. Believing they were special, many Enron executives chose to lie rather than face the reality of escalating internal issues or the work necessary to correct them.

It is important for people in a position of leadership to question whether what they believe, practice, and reward is leading their team down the right path to achieving their shared goals. Dweck found that creates a short-sighted approach to development as well as adaptation.

Enron was not just a few rogue employees; it was a whole culture that incubated its own demise. As Zolin and I discussed in the video, leaders and managers must consistently ask themselves—with brutal honesty—whether they have the right mindset and habits for success.

Below are some additional observations based on Dweck’s research:

• Rank-and-yank: Focusing too much on grading employees often leads to a lack of effort by the organization to develop talent.
• Creativity killers: “If you’re afraid of making mistakes, you’ll never learn on the job, and your whole approach becomes defensive, such as “ËśI have to make sure I don’t screw up.'”Âť
• Emotional intelligence (EQ): Management development usually requires those skilled in a craft to learn to manage others. Believing that EQ is also something that can be learned opens pathways for candidates to grow in these leadership areas.

Developing your team

“Success requires first expending ten units of effort to produce one unit of results. Your momentum will then produce ten units of results with each unit of effort.”Âť —Charles J. Givens

What do you do when your team is underperforming?

As is discussed in my book, , when there is a disconnect, we want to look beyond the effects and dig into what the sources are.

It’s easy to measure effort, but it is also easy to fake it or expend it on the wrong things. Results should be obvious, but those can be manipulated as well. In sports, we look at high performers and argue whether their talent is acquired at birth or produced through hard work. We treat leadership and success with these same confining metrics. Dweck studied an underperforming British soccer team to determine why players were neither putting in the necessary effort nor achieving the desired results. Her initial research supported her thesis:

• “People who attributed their failures to a lack of ability would become discouraged even in areas where they were capable.”Âť Results impacted effort negatively.
• “Those who thought they simply hadn’t tried hard enough, on the other hand, would be fueled by setbacks.”Âť Results impacted effort positively.

As an employee transitions into a realm where they understand the basic functions of the work and have formed their core abilities for being a productive member of the team, results become the primary metric. However, effort continues to be the primary function that the individual (as well as the organization) can control.

As an aspiring professional, you can control your effort even if you can’t always control the results. Similarly, as people in a position of leadership, we try to predict results, but we do not always control outcomes.

Effort intersects with results where can be applied to real-world functions. For the employee that wants to grow their career and the organization that needs to meet their goals, effort and results are interconnected in the pursuit of success.

Developing your leadership approach

“The best results are achieved by using the right amount of effort in the right place at the right time. And this right amount is usually less than we think we need.”Âť —Tony Buzan

When Dweck continued her research with the University of Illinois studying elementary students, they added a variable, asking the children to “think out loud.”Âť In doing so, the research group discovered that how a person thought about their goals (desired outcomes) was a critical factor.

There was a significant change in results between the students who developed a mindset for “performance goals”Âť verses those with “learning goals.”Âť Her research unearthed a new field of educational psychology called achievement goal theory that I believe many organizational leaders will find helpful in their pursuit of developing excellence in their teams.

Performance goals mindset aka “ËśEntity Theory’

• A person who wants to look smart even if it means not learning a thing in the process.
• Each task is a challenge to their self-image.
• Each setback becomes a personal threat.
• They pursue only activities at which they’re sure to shine—and avoid the sorts of experiences necessary to grow and flourish in any endeavor.
• They think intelligence is fixed from birth.

Learning goals mindset aka “ËśIncremental Theory’

• A person who takes necessary risks.
• Doesn’t worry about failure because each mistake becomes a chance to learn.
• Loves a challenge.
• Has a growth mindset about intelligence, believing it can be developed.

While studying underperforming students, Dweck concluded, “The belief that you can’t improve stunts achievement.”Âť We know we need hard work to learn new things and implement new initiatives, but we need to believe that we can improve before we will put the work in or see the results.

The hard work and willingness to learn won’t combine into something productive until those being encouraged to learn first believe that their efforts are worthwhile. As educators and business leaders, Dweck states, “If you target that belief, you can see more benefit than you have any reason to hope for.”Âť

In my leadership role I need to be more intentional when assessing what is needed for personal and professional growth for myself, my team members, and our local contracting business. It has also been productive to have this discussion with our team members. We all want to build the company that we swore we would if we were ever given the chance, but sometimes, those ingrained habits paired with great effort and good intentions, can lead us away from the results that we aspire towards. This is why constant refinement and learning from experts like Zolin and Dweck is crucial to actualizing the success you dream of.

Jon Isaacson, known as the “Intentional Restorer,”Âť is a contractor, an author, and the host of the . Jon speaks, writes, and coaches start-up phase owners and growth-minded restoration professionals through his organization, The DYOJO. Isaacson is the author of the Be Intentional book series for restorers. Reach him at iz@thedyojo.com.

The post Goals, Effort, and Results: Developing Excellence in Your Team appeared first on Cleanfax.

One of the joys and challenges of hiring in the skilled trades is the fact that we hire young people with little work or people experience and expect them to excel in customer interactions. Team development does not magically happen. It’s one thing for new technicians to learn technical skills and abilities, but it’s no secret that soft skills can be more of a challenge. In a service-heavy industry, how a customer feels about our company is as important as the services themselves. In this article, we share a few simple rules for ability to talk to customers.

Rule 1: Things you should never say to customers

Whenever we onboard new technicians, or in peak season when we bring in temporary labor, I give some variation of a speech about two great communication anathemas that I didn’t want to hear uttered in our team culture:

• The first rule of earnest communication for intentional tradespeople is, don’t speak about things you have no knowledge of. If a customer asks you a question and you don’t know the answer, tell them, “That is a great question, let me get my supervisor to ensure we get you the right information as this is a bit above my paygrade.”Âť You can use a little humor to maintain the confidence of the customer and be a broker in the transmission of truth rather than slipping into slimy sales mode and saying something useless just to fill the void. A thoughtful pause will serve better than a quick tongue as you develop your career.

As an owner or manager, what are some of those taboo items or areas where team members have stepped in the mud? If you want team members to be open and honest with you, it’s important that you are transparent and share your failures. I have heard it said, “You learn from your victories but others learn from your mistakes.”Âť Open the communication lines by sharing experiences where you have made professional errors and what you learned from them.

Rule 2: Talking confidently to customers

Customer service, or better said, the , is essential to long-term success. You cannot expect that customer service is common sense or that your existing team will pass down everything that you hold dear. Owners and managers need to regularly conduct what we call at The DYOJO ‘leadership downloads.’ As said above, sharing your experiences can help open the discussion and present your team members with real-world scenarios to train them from.

• The second rule of earnest communication for intentional tradespeople is, NEVER utter the words, “I don’t know.”Âť If one extreme is to say something just to say something, the other extreme is deepening the chasm of stupidity by saying those three confidence-killing words. Not knowing an answer does not mean you are stupid or unqualified. The same line from above helps in this scenario as the goal is to maintain the confidence of the customer in the abilities of your team. If you want to grow your career, the first time a customer asks you a question that you don’t know the answer to ought to be the last time that you are unprepared to address that issue.

Preach this to your team members. Tell them whenever they are given a question that they don’t know the answer to you want them to text you so that you can address this in your next training session. You want to where admitting what you don’t know is discussed without judgment. If your team members will tell you when they don’t know something or when they mess up, you can create real-time training to develop areas of current need rather than prolong these knowledge voids.

Customer communication habits

Investing in personal as well as professional skills will communicate to the team members that you are committed to their growth. By sharing from your experiences, both what has made you successful as well as where you messed up, will create relatable transfers of information. Some managers have been burned by employees which has made them hesitant to invest. Billionaire Richard Branson shares his thoughts on encouraging leaders to, “Train people well enough so they can leave, treat them well enough so they don’t want to.”

Jon Isaacson, known as the “Intentional Restorer,”Âť is a contractor, author, and host of the . Jon speaks, writes, and coaches start-up phase owners and growth-minded restoration professionals through his organization, The DYOJO. Isaacson is the author of the Be Intentional book series for restorers. Reach him at Ěýiz@thedyojo.com. Ěý

The post Talking To Customers With Precision and Poise appeared first on Cleanfax.

In a dispute between two parties, differences of opinion take center stage. It is difficult to detangle either party’s commitment to their interpretation of the facts being the correct one. When one or both parties are so entrenched in their conclusions that no common ground can be established, the civil court serves as an imperfect mechanism for brokering peace. A recent court case that I have been researching articulated the reality that, when resolving disputes, conclusions are not facts in a unique and humorous manner.

The Comical Case

A Texas contractor is suing the local school district for failure to pay them for services rendered. The contractor has shared voicing their perspective, which boils down to, “We did the job we were hired to do [and now the school district is saying] ”Scr*w’ you, we don’t have to pay you because we are the government.'”Âť In retort, the school district’s lawyer raised a good point regarding the nature of facts and conclusions, “The appellee confuses facts and conclusions. They are different.”Âť

Sounds simple enough, right?

Yet, this conundrum is the reason we have a civil court system. Both sides of an argument have the same set of facts to work from, but they differ in their perspectives, interpretations, and conclusions regarding those elements. The defense in the case I described is Arlington Independent School District (AISD). In one segment of the hearing before the court of appeals, they describe how the treatment of facts and conclusions is a key factor in resolving disputes,

Appellee RJ Construction (RJC) confuses facts and conclusions. They are different. Ěý

• A fact is that RJ Construction and certain AISD employees traded e-mails.

• The content of those e-mails is another fact.

• RJ Construction’s allegation that those emails form a Chapter 271 contract is a legal conclusion and is entitled to no weight under any applicable case law.

• A conclusion is that Appellees believe the emails between the parties create a contract. Appellee’s Brief tries to muddle the two.

The Restoration Professional’s Relevance

For contractors, or anyone in the exchange of business, this discussion has relevance.

If two parties trade emails and discuss , at what point does the content of those interactions become contractually binding?

In this case, RJC concludes that the content of the emails met this level of obligation. From their perspective, they have been harmed by the school district not upholding its end of the bargain.

In contrast, AISD’s lawyer argues, “The reasoning as to why Appellee’s argument is wrong can be found in Abraham Lincoln’s quote: “How many legs does a dog have if you call his tail a leg? Four.” Saying that a tail is a leg doesn’t make it a leg.” Just because RJC believed that they had a contract does not mean that it is a fact. A party in a dispute believes that they have the right conclusion of the facts, but that does not make it so.

Unfortunately, the is not as easy to resolve as Mr. Lincoln’s simple observation. Contract language and business partnerships are more entangled. There may be even greater wisdom in the advice often given during marital disputes that one can be right or they can be happy. If the only way that one party will ever be “happy”Âť is to have their conclusions completely affirmed, happiness likely will never be achieved. With some give-and-take, this case likely could have avoided litigation, and the court appears to agree as they ordered the two parties to mediation.

Jon Isaacson, known as the “Intentional Restorer,”Âť is a contractor, an author, and the host of the Ěý. Jon speaks, writes, and coaches start-up phase owners and growth-minded restoration professionals through his organization, The DYOJO. Isaacson is the author of the Be Intentional book series for restorers. Reach him at Ěýiz@thedyojo.com. Ěý

The post Resolving Disputes: Conclusions Aren’t Facts appeared first on Cleanfax.

It should not be a surprise that responding to a catastrophic loss is not the same as getting paid for rendering services. While many look at our industry and think there is ‘easy money’ to be made, there is no such thing as easy money in general, especially when working with insurance companies and handling catastrophic events. Contractors who want to ensure they get paid for the good work that they do will want to tune in for the story we are about to tell.

What happens when help is provided by a contractor but a disagreement occurs when it comes time to collect payment? The customer typically will try to say something along the lines of, “Thank you for helping us, but…” Recently, one such issue came across the desk at The DYOJO Podcast I host. The case was RJ Construction (RJC) vs. Arlington Independent School District (AISD). The DYOJO Podcast released laying out some of the key elements of this now-contentious situation.

RJC claims they dehumidified about 450,000 square feet of wet air within Sam Houston High School (Arlington, TX) for what they believed was an agreed-upon price of $2.50 per square foot, plus some expenses. The total amount invoiced by RJC at the completion of their work was $1,245,600. When the school district delayed payment, owner Robert Jordan took his case to the local community and to YouTube. on the dispute received over 33,000 views.

Jordan states, “I believed the AISD board could be trusted. So, my company went into action. Over the course of days, working around the clock, Sam Houston High School was dried and dehumidified. We did the job we were hired to do.”

• Some people, even fellow contractors, watch this video or have read produced by AISD and concluded, “I got all the information I need. It’s clear this contractor’s a gold digger. RJC is just another opportunist that doesn’t know what they are doing; seeing only dollar signs and trying to get paid on the big one.”

• Others, including local community members, have listened to what RJC had to say and read some of the court documents. They heard RJ Construction share their plight, “The AISD is hired a team of lawyers to claim that the district does not owe a penny for the hard and diligent work my company performed.” Some are concluding, “The school district is a bunch of crooks, probably in cahoots with the insurance companies, hiding behind sovereign immunity, trying to put a local company out of business.”

This dispute between RJC and the AISD will provide all parties with lessons that can be learned by reviewing the timeline from this response to winter storm damage at a local high school. There are many details to sift through and we invite you to join in the process, through our website if you would like us to email you our research notes. We will be joined by several guests including Bebo Crain (Arkansas) who has been combing through the court documents and Erick Hernandez (Texas) who helped restore several homes in the Houston area during this winter event.

The post Getting Paid For Catastrophe Response appeared first on Cleanfax.

If we were honest with ourselves, we would admit as entrepreneurs that we make decisions based on our gut feelings., but research shows that for most of us, our biggest blindspot is our own bias. We are not as objective as we think.

Some business leaders pride themselves on their presumed innate abilities to make the right decision, or at least they don’t interject when others proclaim their greatness. Others are more subtle, crediting their data-driven process for them making the right calls. Everyone uses a blend of the objective as well as the subjective. The ability to track, interpret, and apply data to our entrepreneurial experiments is a key differentiator in those organizations that are able to remain competitive year-to-year. Ěý

Using data will increase your ability to make better decisions and achieve better outcomes for your entrepreneurial experiments. Ěý

Setting the parameters of your experiment

If you want to test a theory or hypothesis, as a scientist, you would start with some form of data. For the business owner in the skilled trades, this initial “data” may be your own experience. For example, whenever managers get together to discuss the performance of project managers, they often say, “In my experience, each project manager needs to be able to produce $1-1.2 million dollars of revenue per year in order for our business to be successful.” Is this commonly held metric based upon facts and years of data analysis or is it one of those comparative myths that we accept as an industry standard? For our purposes, we will not argue whether this goal is realistic. Instead, we will discuss how to use it as a starting point to create a few key data points (objectivity) to test this entrepreneurial hypothesis. Ěý

Hypothesis: A skilled project manager should be able to close $1-1.2 million dollars of revenue in a fiscal year to contribute to the success of our business. Ěý

Collecting the data for your experiment

Our initial “data sets” (aka gut feeling) tell us that each project manager needs to produce $1-1.2 million dollars in revenue each year or they are not meeting the industry norms and their business will fail. Where do we go from here? Ěý

Data sets for the project manager Ěý

• What is $1.2M per month? Ěý
• What is $1.2M per week? Ěý

Data sets for the business Ěý

• What is our average job size? Ěý
• What is our average close rate (leads converted to contracted work)?
• How many leads do we need per month to be on track with our revenue goals? Ěý

Leads _______ x Close rate ________ x Average job size _________ = On track / Off track

For you to move your business from having a fighting chance to competing year after year, you need to add basic data to your modus operandi. While our gut (subjectivity) may have gotten us to a certain level of success, to build on our momentum, it is important to add objectivity to our process. Ěý

In another article we recently shared, we discussed this subject:

“Data does not have to be complicated to be useful. Gathering, analyzing, and applying data to a business serves as the checks and balances for entrepreneurs who are developing their professional skills and adapting their business year over year.”

Data collection starts as soon as the phone rings. For of The DYOJO Podcast, we introduce how to create a clear and consistent client intake process. From there, the contractor begins to update their Project Tracker (data) so that they can keep a consistent flow throughout the project lifecycle. We go further into these topics in where we discuss key client details and overall work metrics, including: Ěý

• How many leads did we receive? Ěý
• Where did the leads originate from? Ěý
• How many leads did we convert to contracted work? Ěý
• What was the average job size (in dollars) for our contracted work? Ěý
• How close were we to meeting our lead generation goals? Ěý
• How close were we to meeting our contracted work goals? Ěý

Analyzing the data from your experiment

You should be tracking how many leads you receive in a given month and what sources they originate from. For example, a few key categories might be:

• Leads from pay-to-play sources (I.E. online services or third-party administrators) Ěý
• Leads that are paid for from referral partners Ěý
• Leads that are paid for from online means (i.e. SEO, social media, etc) Ěý
• Leads that are word-of-mouth (non-paid aka THE BEST KIND)

Every contractor aspires to increase their word-of-mouth leads, as these originate from customers and partners who believe in the value of their services as well as the quality of their process. As we discuss in, collecting this data and reviewing it at least once a week with your team is critical to achieving your goals. If you swore to yourself you would only open up third-party (TPA) work for certain markets as a small percentage of your overall business, it is only with data that you can objectively determine whether it has been a net positive or negative for your business. Ěý

Data: Project manager report card

• • Goal/hypothesis: $1.2 Million for the year Ěý
  • Weekly production pace = $23,000.00
  • Monthly close goal = $100,000.00 Ěý
  • End of month five progress check = $388,000.00 Ěý

• How much of a delta does PM ‘A’ have? Ěý

Making decisions using the data from your experiment Ěý

As a business owner and/or a person in a position of leadership, your decisions and outcomes will benefit from being able to refer to your data to answer key questions:

• How many leads did we convert to contracted work in the prior month? Ěý
• Are we on track for meeting our goals this month? Ěý
• Is Project Manager ‘A’ on track to meet their quarterly goals? Ěý
• Which referral source has been the most productive? Ěý
• Which referral sources have been the most profitable? Ěý
• Why has our job size average dipped so much in the month of _____? Ěý

As it relates to our project manager productivity hypothesis, now that we are gathering some basic data, we can check month-to-month whether they are on track or off-track to meet their goals. With basic data, we can make more informed investigations into why they may be off track as well as where they could make some key changes to produce better outcomes. In the book,, we discuss how the management of a project is a team process. The goal should not be to weaponize the data against our team members but to utilize it in ways that help the whole organization to make progress on the vision. Ěý

Data: Project manager remedial plan

• End of month five progress check = $388,000.00 Ěý
• Status = $112,000.00 off track
• What would you do with Project Manager ‘A’ €”would you discipline them or put them on a plan of improvement? Ěý
• Remedial action: (1) PM ‘A’ has three projects over $30k that are pending payment over 90 days; PM ‘A’ has not been following through on the payments, focusing on the collection with assistance from accounts payable. (2) Discovered that PM ‘A’ has an issue with cabinet delays on two other projects which should have closed within this time frame as well; work on sourcing another vendor. (3) Bi-weekly meetings with the production manager to ensure new projects are set up with a proper schedule, budget, and resource allocation. Ěý

By declaring our vision, we can set up some quantifiable metrics for success. Doing so is of great benefit to the business as well as the individuals. Our data may show that our hypothesis was wrong, but with data, we don’t have to wait until the end of the year to discover this harsh reality. With basic data, we can look at the fifth month of the year and see that we are not on track. With basic data, we can have helpful conversations about what the sources for being off-pace are and develop a plan to succeed as a team. Even basic data will increase your ability to make better decisions and achieve better outcomes for your business. Ěý

Jon Isaacson, known as the “Intentional Restorer,” is a contractor, author, and the host of the . Jon speaks, writes, and coaches start-up phase owners and growth-minded restoration professionals through his organization, The DYOJO. Isaacson is the author of the Be Intentional book series for restorers. Reach him at Ěýiz@thedyojo.com. Ěý

The post Entrepreneurship is an Experiment appeared first on Cleanfax.

Have you ever heard, “You should always get three bids,” in reference to determining the cost of a home improvement project? While it may sound like good advice, it often overlooks a more important factor and may not be in the best interest of your clients in many situations. In this article, let’s discuss some of the reasoning behind this thought process as well as whether it is true when dealing with a property damage insurance claim.

Most of your clients are sure to think about the price when exploring home improvement options. Price is an important factor, but it’s not the only one (see our prior article on determining ). When dealing with an insurance claim restoration, renovation, or repair, price is one of the least important variables. Adjusters or insurance agents (brokers) may advise your clients to get three estimates for your insurance claim, but before they do so, you should ensure that they ask these questions:

Are Three Estimates Necessary For An Insurance Claim?

For the majority of property damage claims, the two initial questions are:

1. Did this damage result from a covered, or , source?
2. What are the extent of the damages?

Once those two questions are answered, the question that follows is, “What is the game plan toĚýrestore the property to resemble pre-loss conditions with materials of like kind and qualityĚý(we call thisĚý)?”

If your client has a broken pipe and water spewing into their home, they will likely call a plumber to shut the water off. The question to ask them is whether or not they need three plumbers to tell them what it costs before they decide who to hire? More than likely, a homeowner in this situation will hire whoever can get there first. Expedience precedes cost and is the best value for this phase of the work to be completed.

As a restoration professional, your ability to be expedient and upfront with your clients are crucial to standing out in the crowd and creating long-term relationships in your region.

The value in this situation is rapid response leading to reducing further damage by addressing the immediate threat, e.g. the broken pipe, and shutting the water off. If that call is at 2 am or interrupts the plumber’s current workload (even during business hours), it is going to come at a premium.

Homeowner’s insurance policies typically owe to cover legitimate and reasonable costs for services rendered. This may not include repairing what is considered the source of the loss but usually extends to damages resulting from the covered (or non-excluded) source. Whether insurance is paying for your client’s damage or they are, shutting off the water is in the best interests of all parties.

Again, the scope and the value precede the price. A reasonable cost for this emergency service is subject to some interpretation but would primarily mean that it is consistent with your normal costs as a restoration team in similar situations. It would not mean that another plumber told a caller over the phone that their price is 20% less or some national pricing average showed a cost of 30% less.

In an emergency situation, getting three bids creates less value for all parties and makes the issue worse by allowing more water, by the minute, to impact the structure.Ěý

Are Three Bids Recommended for Insurance Claims?

The question insurance has to answer, by reviewing policy language with your client, is whether the source was specifically excluded by their policy or whether there are specific exclusions for their scenario. As a general rule of thumb, damages that are “sudden and accidental” should be covered. Your team can assist your client in documenting the source and extent of damages. Having an independent source provide to your client as the homeowner and present that information to their insurance company is a value to all parties.

If an insurance representative advises that your client should acquire three bids, it would be appropriate to ask them why. If your team is qualified, has been thorough, and presents a plan that makes sense to your client, it only serves to delay the process by getting two additional, potentially competing bids. It also opens a door for your competition that is unnecessary to even open since underbidding is more common nowadays than ever before.

In a restoration situation, getting three bids creates less value for the homeowner by delaying the response and returning the property to pre-loss conditions.Ěý

Are Three Estimates Helpful For Insurance Claims?

Why would an insurance company want three estimates? Is it to create an average cost or to provide them the option to settle for the lowest price? Whether insurance is involved in a renovation project or not, price is not the only factor and often should be the least important one. The lowest, middle, or even the most expensive price has no bearing on the best value. As a restoration professional, you should be proving to your clients that you are most qualified to meet their needs without second or third estimates.

If the damages are extensive, you will be working with this client for several months, so it is important to ensure that you are providing comfort and confidence in your work for your client. Show them why other estimates are not necessary from the start. Ěýis what a willing buyer agrees to pay a willing seller. The focus should be on developing a clearly agreed-upon scope of work and, from that, establishing a legitimate and reasonable cost for goods and services. Everyone knows the cheapest isn’t always the best, but the most expensive or the middle of the three has no bearing on value either. Price and value are not synonymous when selecting the right service provider, and this is what you should be showing your clients from the start.Ěý

In a repairs situation, getting three bids creates less value for the homeowner by delaying the process of returning the property to pre-loss conditions.

As a restoration professional, the goal should be to share your experience and skill with your clients to ensure they stick with you for their restoration needs and don’t turn to others for additional estimates. With the right relationship-building skills, you can convince your clients that three estimates are hardly needed even when insurance companies try and tell them otherwise.

Jon Isaacson, known as the “Intentional Restorer,” is a contractor, an author, and the host of theĚý. Jon speaks, writes, and coaches start-up phase owners and growth-minded restoration professionals through his organization, The DYOJO. Isaacson is the author of the Be Intentional book series for restorers. Reach him atĚýiz@thedyojo.com. Ěý

The post Do Your Clients Need Three Estimates for Insurance Claims? appeared first on Cleanfax.

I recently had a fun conversation with Randy R. Rapp,Ěýthe professor of Disaster Restoration and Reconstruction at Purdue University as well as the Associate Professor of Construction Management Technology. As our conversation—which will later be released in episodes of The DYOJO Podcast —ended, I asked the Professor if he had any closing thoughts for professionals developing their project management responsibilities.

Utilizing his experiences in the military, construction management, and disaster restoration response, Professor Rapp shared four principles that he was introduced to in 1984. According to the , this Airland 2000 battle doctrine marked a fundamental shift in the tactical approach of the armed forces from defensive to offensive. He recalls those foundational disciplines as:Ěý

• Initiative Ěý

  Agility Ěý

• Depth Ěý

• Synchronization Ěý

These timeless principles remain fundamental tenets of battlefield operations for the United States Army. They also serve as core principles that every successful restoration project manager should follow on and off the job. To start, let’s let the Army add some definitions to the terms. We’ll also discuss a fifth principle that was not mentioned in our discussion prior but is helpful for the modern intentional restorer nonetheless.Ěý

In doing this, we will be able to showcase how a strong strategy and set of core principles is key to succeeding not just in the armed forces but in leading a restoration team to victory likewise.

Click to View Larger

Restoration Principle #1: InitiativeĚý

‘Initiative’ is one of the most valuable principles any project manager can attain. The Army states, “Leaders anticipate events on the battlefield so that they and their units can act and react faster than the enemy.” ĚýBeing able to predict and serve as a proactive leader for your team is vital in order to accomplish any job no matter what obstacles may come along with them.Ěý

As a manager, project manager, or business owner, if you want your team to succeed, YOU need to set them up for success. are the ways in which you retain your team and impress your clients alike.Ěý Take the initiative to always be prepared. One of your essential roles is to anticipate what could go wrong on a project and prepare your team so as to always be one step ahead.Ěý

A great example of this is being sure to look over the entire project before facilitating a deal with your potential client. In war, this can be defined as ‘securing the perimeter.’ It’s a way for you to ensure your team is entering a safe and guaranteed project that won’t lead to stepbacks and problems in the future. With the right initiative, you can not only be ahead of your competitors but keep your team and clients happy without fail.

Click to View Larger

Restoration Principle #2: Agility Ěý

Secondly, agility is crucial for success in restoration project management for multiple reasons. As the Army states, “Ability of friendly forces to react faster than the enemy is a prerequisite for seizing and holding the initiative.” Ěý

We marvel at the physical agility of modern athletes. While physical health is important in the realm of construction, it is often the mental agility—and specifically, those soft skills such as building collaboration—which is under-developed among people in a position of leadership. This is where a bit of forethought, intuition, and drive can make all the difference.

As a leader, you have the opportunity to rush onto the ‘battlefield’ at any time and with any strategy you see fit. This is a blessing and a curse depending on how you handle it. A great project manager will recognize this and ensure that they communicate expertly with the client, work diligently with their team, and only make moves that make sense even when it may take a bit more time and effort to do so.

ĚýKeeping all eyes on the prize to get the work done on time, on budget, and to the customers’ satisfaction requires everyone to work together. Project managers need to constantly develop their skills to build buy-in and maintain collaborative environments.  This can mean anything from transitioning a project as a client sees fit or adding new team members for specific aspects of your restoration process all the way to investing in exciting new equipment and teaching your team how to use it on the job. After all, they don’t say ‘teamwork makes the dream work’ for nothing.Ěý

Click to View Larger

Restoration Principle #3: Depth Ěý

Depth is yet another foundational element of successful project management that should always be considered when starting a new job. As the Army describes it, Depth is, “The extension of operations in time, space, resources, and purpose.” Ěý

In our conversations and in his own book referenced at the end of this article, Rapp discusses how depth in a construction setting can be defined as both enriching your understanding of the built environment as well as your leadership skills. As he states, “Project managers should always be learning.” Ěý

Both Rapp’s project management book and my own dedicate space to the technical as well as the people skills necessary to be successful in a role of leadership. Technical skills are essential for credibility and getting the job done the right way. Meanwhile, people skills are equally important as they encompass customer service interactions and team building to accomplish your shared goals.   A good leader will be able to balance these skills and have a deep understanding of how to utilize them to achieve any outcome they desire.Ěý

Click to View Larger

Restoration Principle #4: Synchronization Ěý

Lastly, the final military tenet that crosses over to restoration project management is synchronization. The Army describes this strategy as, “Achieving success through coordinated efforts, by arranging activities in time and space to mass at the decisive point.” Ěý

Meanwhile, we like to say ‘Connect, Collaborate, and Conquer’ as a means of achieving your goals. Sharing your vision with your team members is essential for empowering them to help you achieve your goals. As stated numerous times by industry contributors adding to my personal project management book, communication is key. Communicating with your customer, the adjuster, and your production teams are critical elements of project success. Ěý

With the right communication, collaboration, and roadmap to complete the tasks at hand, you and your team will succeed in every project that lies ahead of you. You will also be recognized and respected for your use of foundational strategies that make you a true leader and better restoration project manager as well.

A Final Project Management Tenet: VersatilityĚý

Although the four principles above are the focus of this piece, there is still one more principle to consider for project management success in restoration. In later years, it appears this factor was added to the list by the military making it just as vital for strategy in government affairs as it is for leadership and management. Ěý

The Army describes this final tenet as the “Ability to meet diverse mission requirements.” Project Management 101 is the ability to start the day with a plan of action while always being prepared to be interrupted. Ěý

In water damage scenarios, this may be an emergency call for service. For repairs during the pandemic, this may be supply chain issues. Running a successful business—or being a good practitioner—is not about what you do when everything is going well, but rather how well prepared you are for when things go awry. Ěý

Therefore, be ready for any and all setbacks and go with the flow as best as you can. This is the key to turning a major setback into a minor inconvenience and saving time, money, and your reputation along the way.

Click to View Larger

Developing Your Project Management SkillsĚý

When beginning to implement these strategies, it is best to continue to learn and listen to others in the industry that have proven to be influential and successful. This is why Randy Rapp’s insights are so valuable to seasoned and green project managers all the same.Ěý

No matter how long you’ve been a project manager, you are sure to find that Randy’s book is a literal manuscript for improving your processes and procedures. While he teaches at the college level, he is masterful in bringing key principles to the ground level where aspiring professionals can absorb the information and apply it to their daily practice.

For those of you who are looking to improve your project management acumen, Rapp’s book, should be required reading for you and your team. Similarly, for those of you who are aspiring to grow your career, I wrote to help you understand the mindset and habits that will lead to professional development. Hopefully, with the principles outlined above along with these essential reads under your belt, you can start to see the success and rapid results you’ve been looking for in your projects without all the uncertainty and stress that so commonly goes along with them.Ěý

To learn more about restoration project management, check out these Property Restoration and Cleaning Service-Based Podcasts compiled by Jon Isaacson as well.

NOTE: Randy and Pete Consigli were kind enough to allow me to adapt the Preface from Pete’s white paper as the foreword to So, You Want To Be A Project Manager? Ěý

Jon Isaacson, known as the “Intentional Restorer,” is a contractor, an author, and the host of the . Jon speaks, writes, and coaches start-up phase owners and growth-minded restoration professionals through his organization, The DYOJO. Isaacson is the author of the Be Intentional book series for restorers. Reach him at iz@thedyojo.com. Ěý

The post Four Timeless Principles for Restoration Project Managers appeared first on Cleanfax.

When you dig into the restoration industry’s history, you find many of the issues we “modern” restorers face aren’t so different from the challenges early restorers dealt with. I had the privilege of meeting many of the early restorers and “Founding Fathers” (Pete Consigli gave Marty King, Cliff Zlotnik, Lloyd Weaver, and Claud Blackburn this title in his 2007 article “The Four Faces of Mount Restoration.”) at the Restoration Industry Association’s (RIA) 75th Diamond Anniversary International Restoration Convention last year and learned firsthand how similar our current problems are to theirs.

Considering the blend of relevant history and modern issues we intend to share in this article, Katie Smith’s words from that event are all the more enriching: “There are thousands of contractors, but we don’t have thousands of problems. We all have the same major headaches.”

Restoration mission

Most are familiar with physicians’ Hippocratic Oath, which aims to govern all decisions doctors make. The Oath calls on new physicians to swear to uphold a number of voluntary professional ethical standards, and many of the elements aptly apply to modern property restoration:

“Into whatever homes I go, I will enter them for the benefit of the sick, avoiding any voluntary act of impropriety or corruption. So long as I maintain this Oath faithfully and without corruption, may it be granted to me to partake of life fully and the practice of my art, gaining the respect of all men for all time.”

When the Association of Specialists in Cleaning and Restoration (ASCR) was rebranded as the RIA in 2007, it unveiled the first motto in its 60-year history: “We make it better. We promise.” Ten years later, in “Connecting Mission With Motto,” Zlotnik and Consigli expanded on the promise of the motto, noting, “The business of restoration is finishing projects on time and on budget while satisfying the stakeholders, often under adverse situations, while remaining professional and making a profit.” They also pointed to King’s characterization of what we do as “the business and profession of damage repair.”

While it does not appear in the Hippocratic Oath, the phrase “First, do no harm” is often attributed to the Oath, and its tenet certainly is applicable to restoration. Restorers are called to “make it better” when assisting our clients with disaster response and repair. But, if we are going to “do no harm,” our process must include measures to ensure we properly identify the extent of damages, prevent cross-contamination, thoroughly address structural impacts, and restore property to resemble pre-loss conditions.

Restoration failure and success

The industry knows Consigli as “the restoration global watchdog” because of his encyclopedic knowledge of the restoration industry’s history, as well as his active presence in associations, educational developments, and efforts such as the Disaster Restoration Reconstruction Management program at Purdue University. Writing for IE Connections in October of 2000, Consigli noted 12 common reasons for failed restoration projects, which he called the “dirty dozen.” More than 20 years later, modern restorers are still facing these issues:

1. The building didn’t have a contingency plan.
2. There was either no insurance coverage, insufficient coverage, or an excluded occurrence.
3. An unqualified contractor performed the work.
4. An incomplete investigation was performed that
   led to an improper scope of work.
5. The proper procedures or best restoration practices were not followed by the clean-up personnel.
6. Conflict between the insurance company, the
   building owner, and/or other parties to the claim led to “gridlock.”
7. Too many “experts” were involved.
8. Hidden agendas, lack of funds, and shortcuts led
   to trouble.
9. A pre-existing condition was not identified or was hidden in an attempt to “expedite” the claim.
10. An incomplete assessment of the building’s history and occupant health was performed.
11. Attorneys were called in to help resolve a problem.
12. The project never had a “meeting of the minds” of the involved participants to agree on a scope of work, job cost, completion criteria, and timelines.

While there is much we could dive into on each of these points, let’s focus on the final point, the “meeting of the minds.” So many of the issues we face come down to missing a few key details on a project, which is why clear, consistent communication among all parties on a claim is essential to regular positive outcomes in disaster response services.

In the same article, Consigli says, “It is critical, following a loss, that a process starts with a meeting of the minds among the three parties that are central to a disaster restoration project,” what he refers to as the “Restoration Triangle,” made up of the property owner, insurance carrier, and restoration contractor of record. He humorously summarizes these parties as “who’s damaged,” “who’s fixin’ it,” and “who’s payin’ for it.”

Claims roles and communication

If each party within the Restoration Triangle presents its information as accurately as possible, with a clear understanding of the standard requirement to restore the property to resemble pre-loss conditions, with materials of like kind and quality, no more and no less, overall project problems will be avoided. Each party brings something unique to the table that should be heard and referenced as the agreed-upon scope is established:

• The insured (who’s damaged) has a unique perspective on the pre-loss conditions and the extent of the loss.
• The carrier representative (who’s payin’ for it) has a unique perspective regarding the details of the policy and the responsibility of the carrier with regards to the source and extent of damages—as well as any relevant exclusions.
• The contractor (who’s fixin’ it) has a unique perspective on the means, methods, and material costs that will be relevant to establishing an agreed-upon scope of work to restore the structure.

“If one of these parties is left out of the process of determining and agreeing on the extent of damage, scope of repair, cost of restoration to a pre-loss condition, timelines, and criteria for satisfactory completion, then there will be problems,” Consigli reminds stakeholders. A claim should not follow the narrative of a tv drama or a strategy for Survivor, whereby two members of the triangle team up to push their narrative through.

For example, the contractor and client should not be in cahoots to figure out a way to “maximize the claim” without justification. This is fraud. Neither should the contractor and the carrier be working together to dwindle the scope. This is short-changing.

Setting yourself up for success in the restoration process requires identifying the extent and degree of damages. The insured should expect that their damaged property will be physically inspected by at least one competent person during this determination. Upon completion of a site inspection, a scope of work must be prepared and agreed upon. The RIA Code of Ethics asks that we restorers “provide our customers with accurate information concerning the scope of work required and its costs, maintaining strict impartiality in our professional opinions.”

The adjuster’s role on a claim is to use his or her knowledge and best judgement to control the loss and ensure the insurance company pays what it owes to the insured under the terms of the policy. The contractor’s role is to provide the expertise and means to restore the damaged property to a pre-loss condition at a profit. In this role, once the insured contracts with the restorer, making them the restoration contractor of record, they have the responsibility to act in the best interests of their client (the insured). Consigli says success in this role requires “the contractor’s good-faith effort to act in their client’s best interests, make a profit, and not alienate the insurance adjuster.”

Adjusters and contractors should be able to communicate so that laymen can understand the why of their approach to observed damages. It is incumbent upon both parties to complete thorough data capture of the conditions of the damaged structure. Consigli reminds all parties, “Damage assessment is a complex process that entails training and experience. It is important that the experts provide an explanation for their recommendations to either do or not to do something.”

The details collected should translate from the site visit (via photographs and/or 360-degree capture resources) to an agreed-upon scope with an agreed-upon cost estimate. Thorough data capture leads to accurate data input for an understandable and defensible agreed-upon scope. Depending on the severity of the loss, third-party evaluators may be necessary to first determine the site risks and later provide post-project verification of safe conditions. Best practices for the inclusion of a third-party evaluator:

1. Clearly define the third-party evaluator’s roles to prevent potential conflicts of interest.
2. Who does the third-party evaluator work for, specifically who signs their authorization/contract?
3. What parties in the Restoration Triangle are in the communication loop to receive specifications, reports, lab results, interpretations, etc.?

It will benefit any restorer to read the original article from Consigli, as well as seek out his prolific library of written materials and appearances on IAQ Radio. In the same article, he followed up with the “reliable dozen,” which admonished unprofessionalism in the industry. There he urged restoration contractors to:

1. Be upfront and clear on your expectations and be specific about how they will be evaluated by the property owner and/or their representative.
2. Follow the “spirit” of recognized industry standards, guidelines, and published best practices when
   specifying and/or scoping a project.
3. Be honest and ethical, and try to do what’s right and fair.

Industry collaboration and professionalism

While I have been in this industry for nearly 20 years, there are plenty of people who have been there much longer and have made significant contributions towards shaping industry formations. Like many modern restorers, I am eager to make a difference, but I am still learning how important it is to listen and observe before jumping in or expecting doors to open. Being successful in modern restoration includes learning the restoration industry’s history and implementing those best practices that have been tested over decades.

The Hippocratic Oath included the concept of apprenticeship, whereby the skilled would share the lessons they learned, often by trial and error, with those committed to learning the craft of medicine. For this collaboration to continue in our industry we need modern restorers who innovate solutions for the ever-evolving market as well as those seasoned restorers who bring hard-won knowledge to the table and remind us that we aren’t that different from our predecessors. As we continue to collaborate, perhaps we can properly implement this sentiment from the Oath, “So long as I maintain this Oath faithfully and without corruption, may it be granted to me to partake of life fully and the practice of my art, gaining the respect of all men for all time.”

References

Consigli, Pete. “Disaster Strikes! What Ya Gonna Do…Who Ya Gonna Call? Preventing IEQ Problems After Floods, Fires, and Catastrophes.” IE Connections. October 2000.
cleanfax.com/disaster-strikes-consigli

Consigli, Pete. “The Four Faces of Mount Restoration.” C&R. March 2007.

Consigli, Pete & Zlotnik, Cliff. “Connecting Mission With Motto.” C&R. October 2017.

Isaacson, Jon. “The Mindset and Habits for Claims Estimating Success as a New Independent Adjuster.” Claims Pages. May 2021.

Jon Isaacson, known as the “Intentional Restorer,” is a contractor, an author, and the host of the DYOJO Podcast. Jon speaks, writes, and coaches start-up phase owners and growth-minded restoration professionals through his organization, The DYOJO. Isaacson is the author of the Be Intentional book series for restorers. Reach him at iz@thedyojo.com. Ěý

Pete Consigli has been in the cleaning, restoration, and IAQ industry for nearly five decades. He contributes to trade publications and standards development and participates in industry events. Consigli is a founding father of the WLS certification designation and has been a facilitator and advisor to the program since its inception in 1999. He is an honorary member of RIA, an IAQA Hall of Fame inductee, and a recipient of RIA’s Martin L. King award. The RIA recognized him in 2021 by naming its new scholarship program, the Pete Consigli Education Scholarship, in his honor.

The post Building a Bridge From Restoration’s Founding Fathers to the Modern Restorer appeared first on Cleanfax.

Bruce Lee is regarded for focused-based innovations, such as his one-inch punch which he could release with speed and power. Lee rose to icon status in the 1960s for ushering in a new generation of interest in the martial arts. He is viewed as a person of profound focus who made karate cool through his movies. Behind his public persona was a quest to develop a martial arts system that elevated beyond the status quo of stale practices that did not reflect real-world combat. Lee worked tirelessly to develop his brand of martial arts which he calledJeet Kun Do.

You can imagine that someone like Lee had to prioritize his efforts. Lee balanced his Hollywood big screen projects and small screen appearances with developing his system of fighting, instructing students, writing, and more. As a result, his work made a lasting impact.

Writing for, Joel Stein noted, “With nothing but his hands, feet, and a lot of attitude, he turned the little guy into a tough guy.” Stein elaborates on the impact that Lee made in a broader social context: “He was the redeemer, not only for the Chinese but for all the geeks and dorks and pimpled teenage masses that washed up at the theaters to see his action movies. He was David, with spin-kicks and flying leaps more captivating than any slingshot.”

Prioritize and focus

“The successful warrior is the average man, with laser-like focus.”—Bruce Lee

Lee approached martial arts with the thoughtfulness of a philosopher. He was intentional in his actions and his intensity brought a brilliance to everything that he did.Many of his thoughts on martial arts are applicable to personal and professional development as well. Let’s look at four key takeaways from Lee’s philosophy that can help us prioritize our efforts with a growth mindset in order to reach our goals.

1 | Rabid practicality

“Knowing is not enough, we must apply. Willing is not enough, we must do.”—Bruce Lee

Lee wantedJeet Kun Doto incorporate “practicality, flexibility, speed, and efficiency.” Personal development is a paradox. To achieve we must be practical as well as rabidly ambitious. This is best expressed as being led by vision. You should have Big Hairy Audacious Goals (BHAG) but to achieve you must break those down into 10-year, 3-year, 1-year, quarterly, monthly, and daily goals. Build your confidence by breaking your dreams into goals and get to work.

2 | Voracious hunger

“Absorb what is useful, discard what is useless and add what is specifically your own.” —Bruce Lee

Lee was well-read and had an extensive library dominated by martial arts subjects and philosophical texts.Your professional development must be applicable to your vision, but this does not mean that you can only study what others in your industry produce. Lee as broad as fencing and boxing to develop his art. Learn to discern between what is helpful and what is not. Prioritize your professional development to continue making progress in your process.

3 | Aggressive reduction

“It is not a daily increase, but a daily decrease. Hack away at the inessentials.” —Bruce Lee

How often do you have multiple browser tabs open or too much clutter in your workspace? When we realize it is better to have a few things that are completely done than several things that are only partially done, we start to win the battle of prioritization. Author Stephen Covey frames it this way: “The key is not to prioritize what’s on your schedule, but to schedule your priorities.” Start your day with a plan and work your plan rather than just winging it. Live your life with intentionality.

4 | Unrelenting belief

“Life’s battles don’t always go to the stronger or faster man. But sooner or later, the man who wins is the man who thinks he can.” —Bruce Lee

In her book,, author Rachel Stewart shares personal and practical tips for”bridging the gap from where you are today to where you want to be.” What is unique about her book is that she walks the reader through portions of her own professional development where she felt unqualified. Stewart came to realize that we all start out unqualified, which should be motivating rather than deflating. Cleaning out your thought closet and taking ownership of your thoughts are keys to unlocking your potential.

In summary

Whether your goal is to build something new as an entrepreneur or to improve your organization’s performance as a manager, start by leading yourself. Time is limited so make sure you are using it effectively. Open up a can of intentionality by prioritizing your efforts and resources towards making progress on your goals. There are no short-cuts or secret sauces. Every dreamer can be an achiever. Open up a can of motivation by remembering this encouragement from Bruce Lee:”The successful warrior is the average man, with laser-like focus.”

JonIsaacsonis a freelance writer, business coach, speaker, and 17-year veteran of the property restoration industry. He writes a monthly column,, for Restoration & Remediation Magazine. His organization,—The Do Your Job Dojo, specializes in helping individuals, teams, and organizations toDevelop Intentionally. Recent resources for growth-minded professionals include a,,and.

The post The Bruce Lee Mindset for Business appeared first on Cleanfax.